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Promoting widespread, durable service quality via interlocking contingencies

B Sulzer-Azaroff1, M J Pollack, C Hamad

  • 1University of Massachusetts, USA.

Research in Developmental Disabilities
|February 24, 1998
PubMed
Summary

A new system improved organizational services for the developmentally disabled by training managers in effective feedback and goal-setting. This led to significant increases in staff-client interactions and client engagement within six months.

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Area of Science:

  • Behavioral science
  • Organizational psychology
  • Disability services

Background:

  • Organizational services for the developmentally disabled have seen technological advancements.
  • Behavioral interventions often use feedback reinforcement and goal-setting.
  • Widespread application of these strategies is hindered by informal organizational factors.

Purpose of the Study:

  • To design and implement a system of interlocking contingencies to train and support managers in providing effective feedback.
  • To overcome impediments to the wide-scale application of feedback and goal-setting strategies in organizational settings.

Main Methods:

  • Developed a system of interlocking contingencies for feedback, reinforcement, and goal-setting.
  • Minimized costs, empowered participants in system design, and encouraged frequent feedback.

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  • Managers conducted audits and delivered nearly 9,000 written feedback reports to staff.

    • Main Results:

    • Substantial increases in staff-client interactions were observed.
    • Client engagement levels significantly improved.
    • The intervention was implemented within six months.

    Conclusions:

    • The developed system effectively trained managers and improved service quality for the developmentally disabled.
    • Future research should rigorously test these methods and assess broader impacts on client skills and acceptance.